Director of Business Operations

Stepp & Rothwell, Inc.; Kansas City (MO); Presencial; USD 120.000 - 180.000; Jornada completa

Descripción de la vacante

Stepp & Rothwell, Inc. in the Kansas City area is seeking a Director of Business Operations to own the operational health of the firm by building systems, developing people, creating accountability, and improving the way the organization operates.

This role oversees all operations and administration including accounting and finance, human resources, office and facilities, IT, compliance, and all firm support functions.

Formación

• Ability to build systems, develop people, and institutionalize accountability.

Responsabilidades

• Own the operational health of Stepp & Rothwell by building systems, developing people, and creating accountability.
• Oversee accounting/finance, human resources, office and facilities, information technology, compliance, and firm support functions.
• Design, improve, and lead operational disciplines that allow the business to grow without sacrificing quality, accountability, or culture.

Descripción del empleo

Stepp & Rothwell | Kansas City Metro Area In Office

Stepp & Rothwell is a boutique, multi-family family office, providing comprehensive financial planning, investment management, and ongoing financial life coordination for about 300 families nationwide. Our mission is to help our client families to understand their financial situations in order to make optimal, informed life decisions now and in the future.

Our model is built on long-term relationships, proactive planning, and high-touch client service. We meet with clients quarterly and coordinate all aspects of their financial lives—not just investments. Responsibility for follow-through does not sit with the client – it sits with us. Our clients trust us with the most important financial decisions of their lives. They deserve a firm that operates with clarity, discipline, accountability, and excellence—not only in our financial advice, but in every interaction, every process, and every commitment we make.

At Stepp & Rothwell, authority is earned through competence, judgment, ownership, and service—not title. Just like a military corps, we work together as a team toward our one common goal of making sure that all of our clients live their version of success.

Why This Role Exists

The Director of Business Operations exists to own the operational health of Stepp & Rothwell by building systems, developing people, creating accountability, and improving the way the organization operates. This role is responsible for helping to transform an owner-dependent business into an organization with well-designed systems, clear expectations, strong leadership, and continuous improvement. We are building a firm that is bigger than any one person—including its owners. This role will provide oversight over all operations and administration including accounting and finance, human resources, office and facilities, information technology, compliance, and all firm support functions.

We believe exceptional client experiences are built on exceptional operations. Our clients trust us with some of the most important financial decisions of their lives. They deserve a firm that operates with clarity, discipline, accountability, and excellence—not only in our financial advice, but in every interaction, every process, and every commitment that we make.

The Director of Business Operations designs, improves, and leads the systems, people, and operational disciplines that allow the business to grow without sacrificing quality, accountability, or culture.

What Success Looks Like

Success is not measured by how busy the Director of Business Operations is. Success is measured by how well the organization functions because they are here.

Five years from now Stepp & Rothwell is a self-managing firm meaning:

• Day-to-day operations and client service are not owner dependent.
• Employees clearly understand their roles, responsibilities, and expectations.
• Managers lead, coach, and develop people rather than rescuing or working around problems.
• Operational systems are documented, scalable, consistently followed, and continuously improved, regardless of employee attrition or turnover.
• Obstacles are proactively identified and removed before they negatively impact employees or clients.
• The firm attracts, develops, and retains exceptional employees.
• Client satisfaction and retention remain exceptionally high because operational excellence supports outstanding service.
• Employees describe the firm as organized, accountable, respectful, and committed to continuous improvement.

The Kind of Person Who Thrives Here

This role is for someone who:

• Has our CORPS Values
• Understands that operations and administration are connected in a small business
• Is a builder
• Takes ownership without waiting to be asked.
• Loves building organizations and improving systems.
• Learns the business deeply before trying to change it.
• Thinks several steps ahead and proactively removes obstacles.
• Is equally comfortable discussing strategy and solving practical problems.
• Gains satisfaction from helping others to succeed.
• Earns trust through consistency, judgment, and follow-through.
• Is humble enough to do any job when necessary and confident enough to lead difficult conversations.
• Cares more about doing what is right for the organization than being recognized for it.
• Believes that no task is beneath them if it moves the business forward. They understand that working in a small business means not afraid of getting their hands dirty.

This Role Is Not For Someone Who…

• Needs frequent reminders or follow-up to fulfill commitments.
• Says “Just tell me what to do and I’ll do it.”
• Believes certain responsibilities are beneath their position.
• Avoids difficult conversations or accountability.
• Waits for direction rather than taking initiative.
• Makes excuses instead of solving problems.Protects inefficient processes because “that’s how we’ve always done it.”
• Creates dependency rather than building capability.
• Confuses activity with results.
• Seeks authority more than responsibility.
• Views operations as administration instead of organizational leadership